Measures and Metrics for
Early Stage Company
Growth
August 24, 2016
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Measures and Metrics
Presented by Professor Jana Matthews ANZ Chair in Business Growth
Director, Centre for Business Growth University of South Australia
One of Australia’s premier business schools Internationally recognized for its achievements
Top 1% in the world
Dr Jana Matthews • ANZ Chair Business Growth at UniSA
• Director of Centre for Business Growth
• Co-author of 8 books, including
– Leading at the Speed of Growth
– Building the Awesome Organization
– Lessons from the Edge
– Big Fast Growth
• Founding team of Kauffman Center for
Entrepreneurial Leadership
• Co-founded five companies
• Growth consultant/mentor to hundreds of
companies all over the world
• Doctorate from Harvard University
Work with CEOs and Executive Teams, around the world,
helping them unlock growth potential.
In 24 months
Programs Helped
91%
Presented to
1700+ companies
Worked with
150+ companies CEOs identify
opportunities for growth
99.5%
CEOs who would recommend our programs to other CEOs
who want to grow!
Net Promoter Score
Measures and Metrics – why bother?
“Do you know the difference between the pros and amateurs?
Dick Schultz, founder of Best Buy
Pros measure!”
Easy to measure – simple metric
More complex metrics are harder to measure
“If you don’t measure, you
don’t know what’s working,
what needs improvement,
which employees are
performing extraordinarily,
and whose performance to
reward.”
Dick Schultz, founder of Best
Buy
Three Kinds of Measures
• Activity: Work being done
• Productivity: More work/time
• Outcomes: Results of work
Three Kinds of Measures
Activity Measures: Work being done
Joe’s goal was to contact 100 prospects. He made 20 phone calls/day. (20 X 5 = 100 prospects contacted)
Productivity Measures: More activity/same period of time
Joe used the new CRM system and made 30 calls/day (30 X 5 = 150 prospects contacted)- a 50% increase in productivity
Outcomes Measures: Results of work
Sue made 20 phone calls/day to prospects and signed 10 new customers. (20 X 5 = 100) Ratio of calls to sales: 10:1
Key Performance
Measures
CBG Knowledge Framework for Growth
Building an Organization How to build an organization that represents your
values but can operate without you
Financing Growth When to take on debt or equity, from whom, under
what conditions
Managing Me How to keep growing as a leader and person
throughout your whole life
Marketing & Sales Who to sell to, at what price, using which channels
Products & Services What to sell and how to design it, develop and
manufacture it
Externalities Tracking things that impact your business over
which you have no control
Products & Services
Activity Measure
Productivity Measure
Outcome Measure
Numbers of boxes to be loaded on a truck/day.
Numbers of design changes processed each week.
Numbers of customer complaints received each month.
Additional boxes loaded on a truck per day by using a forklift.
Time saved by implementing a time stamp on design changes
Reduction in customer complaints from FAQ on website
Additional revenue associated with each extra box loaded on truck
Reduction of errors by having everyone use most recent version of design, stored in the cloud.
Staff time/expense saved by not having to answer customer complaints AND more satisfied customers
Marketing & Sales
Activity Measure
Productivity Measure Outcome Measure
# visitors registered for event
# discrete visitors coming to your website
# media mentions of product or company
Increase in number of registrants after 1, 2, or 3 reminders
Decrease in time it takes customers to place an order
Increase in amount of time visitors spend on website after UX refresh
Increase in % who register and attend event
# customers who would recommend this product to others (NPS)
Increase in numbers of products purchased after UX refresh
Externalities
Activity Measure
Productivity Measure
Outcome Measure
Interest rate increase
Changes in exchange rates in countries where we do business
Increasing cost of electricity
Review/reduce costs to pay back loan/borrow less
Better prediction and hedging re export contracts
Store energy when cheap and use during peak loads
Reduction in loans or interest paid
Profit increased if rates did not change
Energy costs, as % of budget, decrease over time.
Financing Growth
Activity Measure
Productivity Measure Outcome Measure
Revenue generated this month
Numbers of customers who are late paying
Time required to close sales
Increased revenue/employee
Reduction in time between invoicing and receiving payment
% of sales with recurring revenue
Profitability increases
Loan amounts required to cover cash flow
Company valuation increases
Building an Organization
Activity Measure
Productivity Measure
Outcome Measure
Numbers of employees hired
Number of RFPs sent to vendors re bidding on an IT contract
Amount of time spent on Heath and Safety training
Reduced # accounting staff needed after migrating to Xero
How quickly/easily the team picks a winning proposal
Numbers of employees who stop smoking after a “quit smoking” course
Level of satisfaction with system
IT system installed on time and within budget
Decrease in numbers of employee sick days
Managing Me
Activity Measure
Productivity Measure Outcome Measure
Numbers of week-ends I do no business work
Numbers of times I exercise per week
Numbers of personal bills to be paid each month
Decreasing number of disagreements with spouse
Pounds/inches lost as a result of exercise
Time saved by using auto-debit to pay recurring bills
Increase in family happiness/satisfaction
Look better and feel better; compliments
Bills paid on time increase credit rating
• 100 calls to get 10 customers = 10:1
• Response rate of of 2% for mail-outs
• # patients receiving wrong meds/hospital
• % of products returned
• Net Promoter Score
What are your company’s key metrics?
Metrics: A standard to measure against
You must MEASURE and develop your METRICS
• Goals each week should include a measure (activity or outcome, preferably both)
You must MEASURE and develop your METRICS
• Measure everything to determine what metrics are relevant to your company so you can estimate
– Sales cycle, i.e., length of time to close a sale
– Which marketing activities provide the most traction re raising awareness, generating leads, converting prospects
– Number of hours required to accomplish a task?
• Petrol Cash in bank
• RPMs Burn rate: too high or low = problem
• MPG Revenue or expense/employee
• Engine temp Employee morale
Create a Dashboard
• Oil pressure Strength of company systems
• Door ajar light People not following SOP
• # Accidents Quality of management/leadership
Create a Dashboard
For more information Contact the Centre for Business Growth:
Email: [email protected]
Phone: (08) 8302 0484
Check out www.centreforbusinessgrowth.com
THANK YOU!
UPCOMING
WEBINARS
August 31, 2016: Equity Crowdfunding
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